Defining the requirements
while delivering the project

During my second week at Maguro Group, I was asked to support the opening of a new Moida store. Moida had its own junior designer, but larger production projects were handled by the central design team because they required experience preparing artwork for large-format printing.

After receiving the technical drawings, reviewing previous projects and discussing the visual direction with the Moida team, the next step was preparing the final artwork. That was when the missing requirements became obvious.

The graphics needed high-resolution product photography, but the available images weren't suitable for printing at that scale. The original files had to come from product suppliers in Korea, but waiting for those assets would have delayed the project.

Rather than waiting for the supplier files, I looked for another way to continue. I borrowed the products that would appear in the graphics and arranged for them to be photographed during an existing in-house photography session.

Before the shoot, I prepared a list of every product together with the angles and compositions needed so the images could be used directly in the artwork. By the time the supplier responded, the design work had already continued using the new photography.

Once the artwork had been prepared, the project moved into production and installation. Although the design files were checked before printing, installation introduced another variable outside the design process.

One of the window panels was installed upside down on site. Fortunately, the overall composition remained visually balanced enough that the mistake wasn't immediately noticeable, but it became a reminder that delivering a project extends beyond preparing accurate artwork.

This project influenced the way I approached support work throughout the rest of the group. When joining projects outside my own brand, I stopped assuming that every requirement would already exist.

Instead, I began identifying what information, assets and production constraints were needed before they became blockers. That way of working later became useful across many different projects, regardless of whether the missing requirement was photography, content, production specifications or operational information.